Skip to main content

Measure without putting burden on your team

Imagine a software engineering world in which you measure the value your teams deliver with almost ZERO burden on your teams in terms of spending time to enter information correctly !
If the teams are worried and constantly thinking about being measured, then we are not doing it properly.
It is very possible to measure without putting a burden on your team.
This is where I stand for the first item in the agile manifesto that states: “Individuals and interactions OVER processes and tools”.
For me the number #1 thing is to have the team reach that point at which you look at each other and you know you have the momentum, quality and product value and it’s fun doing it. Then the number #1 thing is to ride this momentum wave as long as you can with fine-tuning adjustments from sprint to sprint and stop any influences where the first item of the agile manifesto would be jeopardized.
Yes, I know that a lot of companies are regulated and you need the processes for auditing purposes, separation of responsibilities, repeatability; however, you still need to watch out for that first item in the manifesto.
Thank you for reading this short article.
Almir Mustafic.

Comments

Popular posts from this blog

Brand New programming language and one solution OR …

Brand New programming language and one solution OR Two existing programming languages, one solution for EACH? I understand that there is no right or wrong. It all depends on your software architecture, team structure, team skills and other factors, but I still want to explain the scenario as it may look familiar to some. Let me explain. Let’s assume that you have microservices and common libraries in two major programming languages. You have some teams who are experts in one and some teams experts in the other programming language. Now you need to come up with a solution for a scenario that all teams will need to leverage. Let’s assume that your cloud platform has an off-the-shelf approach for this but it is supported by a 3rd programming language that your teams do not have much experience in. What is the right thing for your organization and not just from the technical point of view? A) Do you embrace what your cloud platform gives you off the shelf and implement thi...

Leaders/Mentors in my life

I have been blessed in my software engineering career with great leaders. Some of them challenged me in technical skills. Some of them challenged me in my organization and leadership skills. Some of them challenged me in both. And all of them made me a better software engineer, a better senior engineer, a better solutions architect, a better teammate, and a better leader. If you are a student, find yourself a mentor. If you are a junior software engineer, find yourself a mentor. If you are an experienced software engineer, find yourself a mentor. Remember, you write your own definition of success and you are your own critic. That may mean that you TRY to perfect every stage of your career, or that may mean that you skip some stages in your career. Remember, you are in control. That’s all I wanted to say today :) Keep geeking out. Almir

10,000 foot level view in technology

10,000 foot level view in technology: How useful is it? What can be done at this level? If the 30,000 foot level is the CTO level, then consider the 10,000 foot level as the level that software engineering managers and directors operate at. To achieve the success at 10,000 foot level, you as a software engineering manager need to dive deep into technical details, help the team lay the foundation from BOTH organizational and technical side. It is the little moves that get the team to this level. Once the team’s applications and results at that level, then you as a manager have ability to perform the high level analysis and troubleshooting without necessarily being in code on daily or weekly basis. Therefore, your ability to troubleshoot technical issues at the 10,000 foot level is a testament to the great work of your team. Go TEAM !! Almir Mustafic